Wasim Gul

Chapter 4 - Selection
 Topic under focus
1. The selection process
2. Selection interviews
3. Selection testing
4. Group selection methods
5. Follow up procedures
6. Evaluating the process
1. The selection Process
1.1 The aims and objectives of selection
1.2 A systematic approach to
selection
1.3 The legal framework on
selection
Continuation…
1.4 Selection Methods
a. Interviews
b. Evaluation of education and experience
c. Selection testing
d. Background and reference checks
e. Biodata analysis
f. Handwriting analysis
g. Group selection methods or assessment centres
h. Physical/medical testing
2. Selection Interviews
 Individual or One-to-One interviews
 Advantages
1. Direct face to face communication
2. Opportunity to establish rapport between the candidate and
interviewer.
3. Each has to give his attention to other.
4. Relaxed atmosphere
Disadvantages
1. The candidate may mislead if the interviewee has little grip of
the subject
2. Interviewer’s perception may be selective or disorted
3. Personal rapport may cause a weakening of the interviewer’s
objective judgment
Questions
 Open ended Questions (Who?.. What?.. Where?..
Why?)
 Probing Questions
 Closed Questions
 Multiple questions
 Problem solving or situational questions
 Leading Questions
Panel Interviews
 Advantages
1. The HR and Line specialist can gather the information they
each need about the candidate and give him or her the various
informations’ he requires from each other of them at one
sitting.
2. The interviewers make a joint assessment of the candidate’s
abilities, and behaviour at the interview. Personal bias is more
likely to be guarded against, and checked if it does emerge.
 Disadvantages
1. Questions tend to be more varied, and more random
2. Candidate might find this way as a stressful situation and does
not perform to his/her potential.
3. Board interviews favour individuals who are confident, and
who project an immediate and strong image.
2.2 Preparing Interviews
2.3 Interviewer skills and questioning
technique
 Key skills of interviewers
1. Creating effective questions, arising out of a clear purpose and
agenda, with the aim of eliciting the information required.
2. Creating an appropriate climate for information sharing, using
supportive communication techniques, such as
a. Rapport building, establishing trust and relationship
b. Active listening, using alternative body language and responsive
verbal behaviours
c. Introducing the interview in a way that establishes a positive tone
and orients the candidate as to how the interview will be conducted.
3. Using questions types intentionally, in order to control the pace and
direction of the interview, remaining to the replies given by the
candidate.
4. Using and interpreting non verbal cues, or body language
5. Being willing, and able to identify shallow or unconvincing responses
and probe and challenge when necessary.
6. Being alert to the influence of first impressions, sterotypes and other
forms of potential bias.
Whetton & Cameron (2002) Six Step
Process
 PEOPLE
 ‘P’ Prepare
1. Review Application, CV and other background
information
2. Prepare both general and individual specific questions
3. Prepare suitable physical arrangements

 ‘E’ Establish Rapport

1. Try to make applicant comfortable
2. Convey genuine interest
3. Communicate supportive attitude with voice and names
 ‘O’ Obtain Information
1. Ask Questions
2. Probe
3. Listen carefully
4. Observe the person (dress, mannerism, body language)
 ‘P’ Provide information
1. Describe current and future job opportunities
2. Sell positive features of firm
3. Respond to applicant’s questions
 ‘L’ Lead to close
1. Clarify responses
2. Provide an opportunity for final applicant input
3. Explain what happens next
 ‘E’ Evaluate
1. Assess match between technical qualifications and job
requirements
2. Judge personal qualities (leadership, maturity, team orientationn)
3. Make a recommendation
2.4 Limitations of Interviews
1. Limited Scope
2. Limited relevance
3. Artificiality
4. Errors of Judgment by interviewers
a. The halo effect – a tendency to make an initial general
judgment about a person based on a single obvious attribute.
b. Contagious bias- a process whereby an interviewer changes the
behaviour or responses of the applicant by suggestion, through
the wording of questions.
c. Logical Error- too much stress on isolated strengths or
weaknesses.
5. Lack of skills and experience by interviewer
3. Selection Testing
Psychometric testing
 It is science of measuring mental capacities and processes. Five types of
test commonly used
1. Intelligence or cognitive ability tests
2. Aptitude tests – to predict individuals potential for performing a job
or learning new skills
a. Reasoning – Verbal, numerical and abstract/visual (e.g. accuracy and
speed in arithmetical calculations, naming or making words, identify
shapes)
b. Spatio-Visual ability- practical intelligence, non-verbal ability and
creative ability (e.g. ability to solve mechanical puzzles)
c. Perceptual speed and accuracy – e.g. clerical ability (identifying non-
identical pairs of numbers).
d. Pycho-motor ability – mechanical, manual, musical and athletic:
ability to respond accurately and rapidly to stimuli (e.g. pressing
lighted buttons).
3. Personality tests – variety of characteristics such as
dealing with other people, ambition, motivation or
emotional stability.
-16PF
4. Emotional Competence Assessment – Emotional
intelligence (self-awareness, self-regulation
motivation, empathy and social skills)
5. Proficiency and attainment tests
Limitations of Psychometric testing
a. There is always a direct relationship between ability in the test
and ability in the job situation is very different from artificial
test conditions.
b. The interpretation of test results is a skilled task for which
training and experience is essential. It is also highly subjective
which relies on the scientific nature.
c. Additional difficulties experienced with particular kinds of test
e.g.
1. An aptitude test measuring arithmetical ability would need to
be constantly revised or its content might become known to
later applicants.
2. Personality tests can often give misleading results because
applicants seem able to guess which answer will be looked at
most favorably.
d. It is difficult to exclude discrimination and bias from test.
4. Group selection methods
4.1 Techniques in group selection (assessment centres)
4.2 Purposes of group selection
5. Follow Up procedures
5.2 The offer of employment
 All terms, conditions and circumstances of the offer
must at this point be clearly stated.
 Any provisions (subject to.. Satisfactory references,
medical examination, negotiation of contract terms)
must also be clearly set out
 Negotiable aspects of the offer and timetables for
acceptance should be set out, in order to control the
closing stages of the process.
5.3 Contracts of employment
 Once the offer the employment has been confirmed
and accepted, the contract of employment can be
prepared and offered.
 A contract of employment may be written, oral or
mixture of the two. Senior personnel may sign a
contract specially drafted to include complex terms on
matters such as performance related pay, professional
indemnity, confidentiality and restraint of trade.
5.4 Written particulars of
employment
5.5 Dealing with Unsuccessful
Applicants
6. Evaluating the Process
 If tests were used to assess likely potential to perform
certain task, the restrained test results can be
compared against actual performance in the job.
Regular discrepancies may suggest that the tests are
flawed.
 Similar comparisons may be made using interview
ratings and notes. Interviewers who consistently fall
short in the accuracy of their judgments should be
trained accordingly
Other Performance Criteria